When you walk into a grocery store for the first time, you typically look at the signs above the aisles to determine where you stand the best chance of finding the items on your shopping list. You determine that the bottle of ketchup on your list is most likely on Aisle 7 where the other “Condiments” are located, but only after passing the canned vegetables aisle while vaguely wondering if it would be next to the tomatoes.
How often has your organization launched a major initiative and recognized it will cause significant change? Now, how often has your organization invested in ensuring that the change identified is managed appropriately? For many organizations, Change Management is recognized as a critical success factor, but that recognition is not translated into appropriate investment and program execution.
We are seeing a reinvigorated interest in mergers, acquisitions, and divestitures as companies seek new ways to grow and stay competitive. However, too often companies begin navigating the tumultuous rapids of these business activities without giving serious thought to day-to-day operations. In particular, information management groups within the company are often asked to dip their oars into these rough waters after the strategic decisions have been made and the transaction publicly announced.